Learning and knowledge creation are acknowledged as crucial drivers associated with entrepreneurial orientation (EO) and innovation capability (IC). Absorptive capacity (AC) harmonizes internal innovation-building activities with external opportunities, while organizational learning capabilities (OLC) foster entrepreneurial cognitive skills and innovation capabilities. This study aims to (1) predict the impact of absorptive capacity and organizational learning on IC and (2) to estimate the mediation effect of OLC and AC on the relationship between entrepreneurial orientation and innovation capabilities. Drawing upon the dynamic capability theory, the study had applied a cross-sectional survey targeting Algerian firms to test the hypotheses. The study findings indicate that EO is positively associated with innovation capability. Besides, even though both OLC and AC partially increase EO’s interaction impact on innovation capability as a mediation role, suggesting that the more a firm is entrepreneurially oriented, the more learning and knowledge creation processes are involved in the interaction relationship. This study’s core focus is to overcome the substantial role of learning and knowledge creation processes as an intangible proactive resource that fosters the EO mindset to get involved in innovation activities. It has been discovered that AC and OLC as a connectedness mechanism links external knowledge and internal learning processes to accompany EO readiness during innovation development.

Family small and medium enterprises (FSMEs) differ from non-family SMEs regarding leadership type, human resource management practices, innovation orientation, change management, information and communication technology deployment, process maturity, and resource availability. These differences present challenges when leading any change. Process mining (PM) tools can optimize process value and eliminate non-added-value activities in FSMEs based on “Event Logs”. The present study investigates how a PM project is implemented in an FSME operating in the agri-food sector, focusing on challenges faced in every project phase to extract the most appropriate process that eliminates all sources of waste and bottleneck cases. Drawing upon the L*Lifecycle methodology combined with quality and lean management tools such as the fishbone diagram, Pareto diagram, and overall equipment efficiency (OEE), this study applied a PM project to a manufacturing process for an FSME operating in the agri-food sector. To achieve theoretical production capacity (TPC) and customer satisfaction, the method was analyzed and optimized using Disco and ProM toolkits. The results analysis using Disco and ProM toolkits gave clues about the organizational and technical causes behind the manufacturing process’s inefficiency. First, OEE showed that the studied FSME is struggling with equipment availability. Then, the implementation of the L*Lifecycle methodology allowed for the identification of five critical causes. An action plan to eliminate causes was proposed to the FSME managers.